Abstract

Abstract
Digital transformation is a broad description of efforts to introduce new technologies within and across organizations with the potential to revolutionize the way they function and perform. Digital transformation may be addressed at multiple levels of analysis, and this paper focuses on the enterprise level. This includes the organization, its people, systems, tools and technologies, and suppliers and partners that combined create valued outcomes that sustain the enterprise and advance its objectives. Collectively, this is a complex sociotechnical system (STS), and digital transformation is an intervention in a STS of potentially profound scope. Classical STS theory emerged from analysis of individuals and work groups and principles have been defined for the design of work systems at that level. We explore how STS design principles may be applied to the enterprise-level challenges associated with digital transformation. We present an enterprise-level framework that describes a process and methods that are consistent with STS design principles and illustrates how existing systems analysis methods and artifacts may be used to design an enterprise level STS. We review some artifacts employed in digital transformation efforts, including enterprise reference architectures, to better understand how they might function as means to foster communication and collaboration across multiple disciplines and domains in the STS design process.

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Abstract
AbstractThis chapter aims to identify the supply chain (SC) issues that can be considered “horizontal”, as they are cross–sectorial and faced by most companies operating both in production and distribution sectors, and to propose a set of policy recommendations that can support public and private organisations to promote and foster innovation and competitiveness of future European SCs. The definition of the Key Horizontal Issues (KHI) is the basis for developing 12 policy recommendations regarding infrastructure requirements, technological and organisational improvements and regulatory developments needed to set the stage for the European SCs for the future. Specifically, the policy recommendations entail assuring appropriate standards and legislation for European SCs; educating and training professionals for the future SCs; drafting of international agreements aiming at future European SCs; supporting and fostering incentives and funding schemes; promoting reference bodies for European SCs; and establishing infrastructure for fostering of future European SCs.

Abstract
Purpose: This paper investigates the effect of the fit between supply and demand uncertainty (SDU) and supply chain responsiveness (SCR) (SC fit) on business and innovation performance in Brazilian companies. Design/methodology/approach: The study presented an analysis carried out on an empirical study based on a sample of 150 manufacturing companies. Business and innovation performance of companies with different types of SC fit (high–high and low–low fits) and misfit (positive and negative) are compared and discussed. Findings: The results indicated that SC fit had a positive effect on both business and innovation performance. Further analyses suggested that companies with SC fit present similar business performance, independent of the level of SDU that characterizes the environment where they compete, while companies in environments with higher levels of uncertainty tend to present superior innovation performance. Companies with positive and negative misfit present similar performance. Originality/value: An analysis of the literature showed that there is no consensus when it comes to the definitions and measurements of SC fit. The paper investigates the effects of SC fit on business and innovation performance, while previous empirical studies have mainly addressed its impact on financial performance. Moreover, this study compares the effects of two types of fit and two types of misfit and assesses SC fit in Brazilian manufacturing companies, analyzing the context of an under-researched reality. © 2020, Emerald Publishing Limited.